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Options for Creating a Separate Department of Medicaid Require Transition Planning (March 2013) 2013-03
The Department of Health and Human Services (DHHS) is the single state agency responsible for the Medicaid Program and must operate within federal guidelines. DHHS has broad flexibility to manage the Medicaid Program and has delegated Medicaid administrative functions to the Division of Medical Assistance, other DHHS divisions and offices, other state agencies, and local government agencies. Based on experiences in other states, options exist for changing the organizational structure of the North Carolina Medicaid Program including a Department of Medicaid, a Medicaid Program Authority, and a Department of Health Services. Creating a new Medicaid agency in North Carolina has implications for the Medicaid Program, DHHS, and statewide business functions and would require a 12 to 18 month transition period.
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Executive Summary
Final Report
Presentation
Handout |
| North Carolina Does Not Track Lands Submerged Under Navigable Rivers or Know the Extent of Private Claims (January 2013) 2013-02
The Department of Administration (DOA) is charged with managing and controlling the State's submerged lands. DOA does not have a comprehensive inventory of lands submerged under navigable rivers, so the extent to which private parties may hold title to these lands is unknown. Whereas DOA grants and tracks certain types of easements, it does not require easements for many structures built on lands submerged under navigable rivers and does not exercise its authority to lease or convey mineral deposits for most mining on submerged lands. The General Assembly could consider requiring DOA to improve its management and tracking of submerged lands and creating a submerged lands claims process based on a process North Carolina used for 25 coastal counties in the past. |
Executive Summary
Final Report
Presentation |
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The Division of Public Health Should Remain in the Department of Health and Human Services (January 2013) 2013-01
North Carolina's public health system is an intricate network of partnerships between the Division of Public Health and local health departments, state agencies and universities, and other entities. North Carolina's public health system is seen as a model, but the State ranks in the bottom half of states for health outcomes because of high risk factors. The General Assembly should establish the North Carolina Public Health Council to develop a government-wide action plan and direct the Division of Public Health to explore ways to increase regionalization, improve the use the data, and strengthen quality improvement activities.
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Executive Summary
Final Report
Presentation
Handout |
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Division Activities and Accomplishments: 2008 - 2012
(January 2013)
The Program Evaluation Division includes recommendations in our reports for increasing the efficiency and effectiveness of North Carolina government. This publication follows up on those recommendations to determine what actions have been taken by the General Assembly or the agencies that were the subject of our evaluations. This publication also includes information about the program evaluation process and legislative oversight organization in North Carolina and across the country. |
2008-2012 Report
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How North Carolina Compares
(January 2013)
This compendium ranks North Carolina relative to other states on areas including population, health, education, taxes, and expenditures. This publication was designed as a quick reference that allows state comparisons across indicators and may be useful when evaluating outcomes of state government programs. Data were extracted from the U.S. Census Bureau and other national databanks to assure uniformity of measurement across states. |
2013 Report
2013 Dashboard
2011 Report
2009 Report
Presentation
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| Options for the Indian Cultural Center Will Allow the Site to Meet its Cultural, Recreational, and Economic Development Intent (December 2012) 2012-13
The North Carolina Indian Cultural Center has not become what was once envisioned. The site's geography, condition, and size have constrained development, and the current lease structure is problematic. As separate parcels, the site can still serve its initial intent. However, the need to preserve and promote North Carolina American Indian culture remains. The General Assembly should direct the Department of Administration to terminate the leases and dispose of and allocate the four parcels comprising the site, and direct the Commission of Indian Affairs to develop strategic plan for the promotion and preservation of North Carolina American Indian culture. |
Executive Summary
Final Report
Presentation
Handout |
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Stronger Reporting and Management Structure Would Improve State Bureau of Investigation Vehicle Oversight (November 2012)
2012-12
The General Assembly directed the Program Evaluation Division to evaluate fleet management among major law enforcement agencies. This report focuses on the 384 vehicles operated by the Department of Justice's State Bureau of Investigation. Although the bureau implemented policies and procedures related to vehicle operation and had introduced an electronic vehicle information tracking system, the evaluation identified weaknesses associated with a decentralized management structure and gaps in internal controls. The General Assembly should require the Department of Justice to adopt a fleet management approach by strengthening policies and procedures, conducting annual internal vehicle audits, and modifying data reporting and use.
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Executive Summary
Final Report
Presentation
Handout |
| North Carolina Should Require NC Railroad Company to
Pay an Annual Dividend and Strengthen Reporting (October 2012) 2012-10
The North Carolina Railroad Company (NCRR) has benefitted from its unique relationship with the State, the corporation's sole shareholder, but the State has not benefitted financially from this relationship. Selling NCRR or the railroad corridor may not be in the best interest of the State because these valuable rail assets and their long-term earnings potential would be lost. The State has limited mechanisms for oversight of NCRR, but changing its corporate structure requires a lengthy and complicated process. The General Assembly should amend state law to strengthen reporting by NCRR; require NCRR to pay a one-time dividend of $15.5 million and, thereafter, an annual dividend to the General Fund; and require NCRR to convey to the State properties not directly related to the railroad corridor so these properties can be sold and the proceeds deposited into the General Fund. |
Executive Summary
Final Report
Presentation
Handout |
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Merger of the Human Relations Commission with the Civil Rights Division Would Yield Limited Cost Savings (October 2012)
2012-11
The General Assembly directed the Program Evaluation Division to evaluate the Department of Administration's Human Relations Commission and the Office of Administrative Hearing's Civil Rights Division to determine whether there is duplication of services. Although both entities investigate discrimination claims, there is no duplication of duties and services between them. Moving the Commission's fair housing activities to the Division could generate some recurring savings, but these savings may be offset by transfer costs. The General Assembly should require the Commission and Division to report annually on their activities and should amend two employment discrimination laws to clarify each entity's enforcement authority.
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Executive Summary
Final Report
Presentation
Handout |
| Review of the Feasibility Study for Coordinating Operations of the North Carolina Research and Education Network and the State Network Infrastructure (July 2012) 2012-09
This report reviews the study developed by Office of Information Technology Services (ITS) and the Microelectronics Center of North Carolina (MCNC) to determine the feasibility of coordinating operations and to identify efficiencies and cost savings through increased cooperation and elimination of duplicative efforts. Whereas the feasibility study identified three areas of potential collaboration between ITS and MCNC, no further collaboration is being pursued at this time. ITS concluded that collaboration with MCNC would create a conflict of interest in statewide efforts to improve efficiencies in information technology. |
Executive Summary
Final Report |
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Key Ideas from Five Program Evaluation Division Reports on State-Owned Vehicles and Permanent License Plates (June 2012) 2012-08
This report provides a summary of five Program Evaluation Division reports on state-owned vehicles and permanent license plates:
- Inadequate Data and Fleet Information Management Weaken Accountability for North Carolina’s Vehicles (2011-07);
- Motor Fleet Management Uses Best Practices, but Needs Telematics to Strengthen Accountability (2012-02);
- Ineffective Policies and Diffuse Oversight Result in Inefficient Use of State-Owned Vehicles (2012-06);
- Follow-up Analysis of Permanent License Plates Owned by State and Non-State Entities (2011-07-01); and
- Follow-up Report: Reviewing Eligibility for Permanent License Plates would Strengthen State Oversight (2011-07-02)
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Executive Summary
Full Report
License Plate Legislation
State Fleet Management Legislation |
